2025 CISA: Certified Information Systems Auditor Fantastic Exam Objectives

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ISACA Certified Information Systems Auditor Sample Questions (Q1286-Q1291):

NEW QUESTION # 1286
The sophistication and formality of IS audit programs may vary significantly depending on which of the following factors?

A. the target's size and complexity.
B. None of the choices.
C. the target's location.
D. the target's management hands-on involvement.
E. the target's head count.
F. the target's budget.

Answer: A

Explanation:
Properly planned risk-based audit programs shall increase audit efficiency and effectiveness. The sophistication and formality of this kind of audit do vary a lot depending on the target's size and complexity.

NEW QUESTION # 1287
Which of the following append themselves to files as a protection against viruses?

A. Behavior blockers
B. Active monitors
C. Immunizers
D. Cyclical redundancy checkers (CRCs)

Answer: C

Explanation:
Section: Protection of Information Assets
Explanation:
Immunizers defend against viruses by appending sections of themselves to files. They continuously check the file for changes and report changes as possible viral behavior. Behavior blockers focus on detecting potentially abnormal behavior, such as writing to the boot sector or the master boot record, or making changes to executable files. Cyclical redundancy checkers compute a binary number on a known virus-free program that is then stored in a database file. When that program is subsequently called to be executed, the checkers look for changes to the files, compare it to the database and report possible infection if changes have occurred. Active monitors interpret DOS and ROM basic input-output system (BIOS) calls, looking for virus-like actions.

NEW QUESTION # 1288
Identify the correct sequence of Business Process Reengineering (BPR) application steps from the given choices below?

A. Envision, Diagnose, Initiate, Redesign, Reconstruct and Evaluate
B. Evaluate, Envision, Initiate, Diagnose, Redesign, Reconstruct
C. Initiate, Envision, Diagnose, Redesign, Reconstruct and Evaluate
D. Envision, Initiate, Diagnose, Redesign, Reconstruct and Evaluate

Answer: D

Explanation:
Section: Information System Acquisition, Development and Implementation Explanation Explanation:
The correct sequence of BRP application step is Envision, Initiate, Diagnose, Redesign, Reconstruct and Evaluate.
For your exam you should know the information below:
Overview of Business Process Reengineering
One of the principles in business that remains constant is the need to improve your processes and procedures. Most trade magazines today contain discussions of the detailed planning necessary for implementing change in an organization. The concept of change must be accepted as a fundamental principle. Terms such as business evolution and continuous improvement ricochet around the room in business meetings. It's a fact that organizations which fail to change are destined to perish.
As a CISA, you must be prepared to investigate whether process changes within the organization are accounted for with proper documentation. All internal control frameworks require that management be held responsible for safeguarding all the assets belonging to their organization. Management is also responsible for increasing revenue.
BPR Application Steps
ISACA cites six basic steps in their general approach to BPR. These six steps are simply an extension of Stewart's Plan-Do-Check-Act model for managing projects:
Envision -Visualize a need (envision). Develop an estimate of the ROI created by the proposed change.
Elaborate on the benefit with a preliminary project plan to gain sponsorship from the organization. The plan should define the areas to be reviewed and clarify the desired result at the end of the project (aka end state objective). The deliverables of the envision phase include the following:
Project champion working with the steering committee to gain top management approval Brief description of project scope, goals, and objectives description of the specific deliverables from this project with a preliminary charter to evidence management's approval, the project may proceed into the initiation phase.
Initiate -This phase involves setting BPR goals with the sponsor. Focus on planning the collection of detailed evidence necessary to build the subsequent BPR plan for redesigning the process. Deliverables in the initiation phase include the following:
Identifying internal and external requirements (project specifications) Business case explaining why this project makes sense (justification) and the estimated return on investment compared to the total cost (net ROI) Formal project plan with budget, schedule, staffing plan, procurement plan, deliverables, and project risk analysis Level of authority the BPR project manager will hold and the composition of any support committee or task force that will be required From the profit and loss (P&L) statement, identify the item line number that money will be debited from to pay for this project and identify the specific P&L line number that the financial return will later appear under (to provide strict monitoring of the ROI performance) Formal project charter signed by the sponsors It's important to realize that some BPR projects will proceed to their planned conclusion and others may be halted because of insufficient evidence. After a plan is formally approved, the BPR project may proceed to the diagnostic phase.
Diagnose Document existing processes. Now it's time to see what is working and identify the source of each requirement. Each process step is reviewed to calculate the value it creates. The goal of the diagnostic phase is to gain a better understanding of existing processes. The data collected in the diagnostic phase forms the basis of all planning decisions:
Detailed documentation of the existing process
Performance measurement of individual steps in the process
Evidence of specific process steps that add customer value
Identification of process steps that don't add value
Definition of attributes that create value and quality
Put in the extra effort to do a good job of collecting and analyzing the evidence. All future assumptions will be based on evidence from the diagnostic phase.
Redesign- Using the evidence from the diagnostic phase, it's time to develop the new process.
This will take several planning iterations to ensure that the strategic objectives are met. The formal redesign plans will be reviewed by sponsors and stakeholders. A final plan will be presented to the steering committee for approval. Here's an example of deliverables from the redesign phase.
Comparison of the envisioned objective to actual specifications
Analysis of alternatives (AoA)
Prototyping and testing of the redesigned process
Formal documentation of the final design
The project will need formal approval to proceed into the reconstruction phase. Otherwise, the redesign is halted pending further scrutiny while comparing the proposed design with available evidence. Insufficient evidence warrants halting the project.
Reconstruct With formal approval received, it's time to begin the implementation phase.
The current processes are deconstructed and reassembled according to the plan. Reconstruction may be in the form of a parallel process, modular changes, or complete transition. Each method presents a unique risk and reward opportunity. Deliverables from this phase include the following:
Conversion plan with dependencies in time sequence
Change control management
Execution of conversion plan with progress monitoring
Training of users and support personnel
Pilot implementation to ensure a smooth migration
Formal approval by the sponsor.
The reconstructed process must be formally approved by management to witness their consent for fitness of use. IT governance dictates that executive management shall be held responsible for any failures and receive recognition for exceptional results. System performance will be evaluated again after entering production use.
Evaluate (post evaluation) The reconstructed process is monitored to ensure that it works and is producing the strategic value as forecast in the original justification.
Comparison of original forecast to actual performance Identification of lessons learned Total quality management plan to maintain the new process A method of continuous improvement is implemented to track the original goals against actual process performance. Annual reevaluation is needed to adapt new requirements or new opportunities.
Benchmarking as a BPR Tool
Benchmarking is the process of comparing performance data (aka metrics). It can be used to evaluate business processes that are under consideration for reengineering. Performance data may be obtained by using a self-assessment or by auditing for compliance against a standard (reference standard). Evidence captured during the diagnostic phase is considered the key to identifying areas for performance improvement and documenting obstacles. ISACA offers the following general guidelines for performing benchmarks:
Plan Identify the critical processes and create measurement techniques to grade the processes.
Research Use information about the process and collect regular data (samples) to build a baseline for comparison. Consider input from your customers and use analogous data from other industries.
Observe Gather internal data and external data from a benchmark partner to aid the comparison results.
Benchmark data can also be compared against published standards.
Analyze Look for root cause-effect relationships and other dependencies in the process. Use predefined tools and procedures to collate the data collected from all available sources.
Adapt Translate the findings into hypotheses of how these findings will help or hurt strategic business goals. Design a pilot test to prove or disprove the hypotheses.
Improve Implement a prototype of the new processes. Study the impact and note any unexpected results.
Revise the process by using controlled change management. Measure the process results again. Use reestablished procedures such as total quality management for continuous improvement.
The following answers are incorrect:
The other options specified does not represent the correct sequence of BRP application steps.
Reference:
CISA review manual 2014 page number 219 to 211
CISA certified information system auditor study guide Second Edition Page Number 154 to 158

NEW QUESTION # 1289
When reviewing an active project, an IS auditor observed that, because of a reduction in anticipated benefits and increased costs, the business case was no longer valid. The IS auditor should recommend that the:

A. business case be updated and possible corrective actions be identified.
B. project be completed and the business case be updated later.
C. project be returned to the project sponsor for reapproval.
D. project be discontinued.

Answer: A

Explanation:
Explanation/Reference:
Explanation: An IS auditor should not recommend discontinuing or completing the project before reviewing an updated business case. The IS auditor should recommend that the business case be kept current throughout the project since it is a key input to decisions made throughout the life of any project.

NEW QUESTION # 1290
Which of the following is the GREATEST risk associated with hypervisors in virtual environments?

A. Availability issues
B. Lack of patches
C. Single point of failure
D. Virtual sprawl

Answer: C

NEW QUESTION # 1291
......

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